Client Impact Portfolio

Group Finance & Technical Leadership

• FTSE Group Finance Leadership & Global HQ Leadership: Over two decades of leadership at FTSE-listed HQ, managing complex reporting, global consolidation, technical accounting and governance frameworks.

• Achievements include strengthened financial governance, audit-ready reporting, improved accuracy and enhanced trust with Boards, auditors and investors.

• Global Technical Reporting: Drove technical rigour and implemented consistent reporting standards across 120+ countries, resulting in improved compliance, reporting consistency and fewer audit issues.

 

Technical Accounting, IFRS & ESG Reporting

• IFRS & ESG Thought Leadership: Provided authoritative guidance and published articles on evolving IFRS and ESG standards; recognised with multiple technical reporting awards, elevating organisational reputation and influencing industry best practice.

• Audit Committee Technical SME: Acted as technical subject matter expert, advising on complex IFRS, supporting governance and preparing Board materials, leading to improved audit outcomes and transparency.

 

M&A, Valuations & Integration

• Acquisition & PPA Valuations: Completed 21+ PPA valuations, built robust models, and managed regulatory reviews, achieving zero audit adjustments and strengthening M&A transparency.

• Carve-Out Accounting Lead: Led accounting for major brand divestments (Ribena & Lucozade, Novartis), delivering clean separation, zero audit issues and enhanced investor confidence.

• Post-Acquisition Restructuring: Restructured finance and operations post-acquisition, implementing cost and process improvements to deliver £5m in savings and improved efficiency.

 

Finance Transformation & Shared Services

• FSC Centralisation & £1bn Cost Reduction: Centralised finance service centres across companies, standardised processes and executed a multi-year cost reduction roadmap, achieving €7.5m and £1bn in savings, improved service quality and strengthened competitiveness.

• Reporting Cycle Acceleration: Redesigned and automated reporting processes to accelerate cycles by up to 15 days, delivering faster insights and improved governance.

 

Controls, Governance & Risk Management

• PE Group Reporting & Controls: Implemented ICFR and COSO frameworks in private equity-backed groups, strengthening internal controls and reducing audit findings.

• Comprehensive Risk Management (Context Case): Developed and implemented an enterprise risk management framework, resulting in a 42% reduction in exposure, strengthened governance and improved resilience.

 

Commercial Strategy & Revenue Optimisation

• Revenue Growth, Cost & Risk Mitigation: Delivered commercial optimisation, pricing, and contract amendments, resulting in £26m+ revenue, £6m+ savings, and £4.5m penalty de-risked. Supported a £250m pipeline bid and further risk mitigation.

 

Treasury, Liquidity & Hedging

• Hedging Strategy & Multi-Facility Refinancing: Designed and implemented FX, interest rate, and commodity hedging strategies, and refinanced 10+ facilities totalling up to $2.5bn, reducing exposure, cost of capital and strengthening liquidity.

 

ESG & Sustainability-Linked Finance

• ESG-Linked Financing & Sustainability Facilities: Sourced ESG-related credit facilities (£2m–£250m and £35m), embedded ESG KPIs and negotiated sustainability-linked terms, improving ESG ratings and reducing financing costs.

Context:

The organisation faced the need to modernise its finance function, aiming to enhance operational efficiency, accelerate reporting and harness digital technologies for sustainable transformation.

 

Mandate:

• Redesign finance operating models and accelerate reporting

• Modernise systems and embed automation

• Create unified, intelligence-driven operating environments

 

What Was Delivered:

• End-to-end process mapping and automation, streamlining workflows and reducing manual intervention

• Rebuilt management reporting suites to provide enhanced decision support

• Implemented AI-enabled forecasting and Python-based workflow automation to improve accuracy and efficiency

• Developed multi-year transformation roadmaps to guide ongoing improvements

• Integrated systems across finance, ESG, treasury and operations, ensuring seamless data flow and collaboration

 

Impact:

• Reporting cycle time reduced by 40% , enabling quicker insights and decision-making

• Productivity increased by 30% , allowing teams to focus on value-adding activities

• Manual effort reduced by 40–70% , driving efficiency and lowering operational risk

• £4.5m in cost savings , delivering significant financial benefits

• Real-time reporting and improved data accuracy , ensuring reliable and timely information for stakeholders

• Finance positioned as a strategic partner , supporting broader organisational goals and driving transformation

Context:

Organisations faced increasing regulatory pressure (CSRD, ISSB, TCFD) and investor expectations for transparent, audit-ready ESG disclosures.

 

Mandate:

• Establish comprehensive ESG reporting frameworks and enhance control environments.

• Ensure alignment with global standards and embed sustainability considerations into decision-making processes.

 

What Was Delivered:

• Developed the ESG data architecture, control environment and end-to-end reporting processes to ensure integrity and traceability of information.

• Implemented emissions forecasting, conducted scenario analysis and established XBRL-ready disclosure workflows to meet evolving regulatory requirements.

• Mapped to IFRS Sustainability Disclosure Standards to ensure compliance and best practice alignment.

• Delivered cross-functional training and embedded ESG key performance indicators (KPIs) throughout the organisation.

 

Impact:

• Audit-ready ESG reporting with significantly improved data quality.

• Reporting cycle time reduced by 30–50%

• Full compliance readiness

• Manual reporting effort reduced by 50%

• Strengthened investor confidence

• Positioned as a sector leader in ESG transparency

Context:

Strategic capital raising and funding initiatives were undertaken to secure the financial resources necessary for organisational growth and to optimise funding structures ahead of a potential initial public offering (IPO).

 

Mandate:

• Secure pre-IPO and institutional funding to support strategic objectives.

• Structure deals in a manner that preserves future strategic optionality.

 

What Was Delivered:

• Structured and secured a $117m private placement to bolster capital reserves.

• Raised £2m through factoring and £10m via VC EIS funding to diversify sources of finance.

• Executed sale-and-leaseback of strategic assets to unlock liquidity while retaining operational control.

• Negotiated favourable terms for all transactions to protect future upside potential.

 

Impact:

• Strengthened pre-IPO positioning, enhancing readiness and attractiveness to prospective investors.

• Preserved asset control while unlocking liquidity, ensuring operational continuity.

• Enabled accelerated growth and boosted investor confidence through robust funding and deal structuring.

Context:

The focus was on unlocking new avenues for revenue growth while delivering meaningful tax savings. Addressing tax structure and reducing overall liabilities were vital objectives to enhance financial outcomes and competitive positioning.

 

Mandate:

• Unlock revenue growth and deliver tax savings

• Optimise tax structure and reduce liabilities

 

What Was Delivered:

• Achieved £16m+ in revenue and £6m+ in savings across clients.

• Created new business units generating €26m in revenue.

• Saved €10m and £16m in corporation tax.

• Delivered €7.5m in centralised cost savings.

 

Impact:

• Revenue uplift across multiple regions

• Significant tax savings and structural efficiencies

• Enhanced investor returns and operational agility

Context:

Organisations undergoing complex acquisitions, divestments and integrations required strategic execution to maximise deal value, protect synergies and ensure seamless transitions across finance, operations, systems and culture.

 

Mandate:

• Maximise deal value and protect identified synergies throughout the transaction lifecycle.

• Lead and oversee the full integration process as well as post-acquisition transformation activities to ensure seamless transition and realisation of strategic objectives.

• Standardise reporting mechanisms, align accounting policies and implement robust controls across all relevant entities.

 

What Was Delivered:

• Executed mergers, acquisitions and divestments totalling $8bn, demonstrating significant operational capability in managing complex transactions.

• Structured a joint venture spin-off valued at £4.5bn, supporting strategic growth and value creation.

• Achieved £450k savings on purchase price through effective negotiation, directly enhancing deal value.

• Developed comprehensive integration blueprints and led Day 1 readiness initiatives to enable operational continuity from the outset.

• Standardised reporting frameworks and successfully implemented controls across multiple entities to improve transparency and governance.

• Spearheaded post-acquisition transformation and restructuring, ensuring that benefits and intended outcomes were fully realised.

 

Impact:

• EBITDA improved by 18% within 12 months, reflecting the tangible financial benefits delivered by the initiative.

• £X in realised synergies within the first year, underscoring the effectiveness of integration and value protection efforts.

• Day 1 operational continuity with no disruption, ensuring business stability and stakeholder confidence.

• Strategic optionality preserved across entities, allowing for future growth and flexibility.

• Reporting accuracy improved by 30%, enhancing decision-making and regulatory compliance.

• Operational issues reduced by 40%, contributing to increased efficiency and reduced risk.

• Leadership confidence restored, supporting ongoing organisational transformation and growth.

Context:

The transformation initiative was undertaken to address challenges in cash forecasting, liquidity management and treasury operations. The goal was to enhance organisational stability and establish robust frameworks for efficient cash management.

 

Mandate:

• Improve cash forecasting, controls and treasury operations to ensure greater accuracy and reliability

• Stabilise liquidity and optimise cash management processes across the organisation

• Build resilient treasury operating models to support sustainable financial performance

 

What Was Delivered:

• Built AI-enabled forecasting models to enhance the precision of cash flow predictions

• Implemented daily and 13-week cash visibility, providing clear and timely insights into liquidity positions

• Redesigned treasury governance, centralising treasury functions for improved efficiency and control

• Negotiated improved banking terms and hedging strategies to reduce financial risk and costs

• Implemented initiatives to optimise working capital, unlocking funds and increasing operational flexibility

 

Impact:

• Forecast accuracy improved from 55% to 92%, demonstrating significant enhancement in predictive capabilities

• £20m released in working capital, increasing the organisation's financial agility

• Liquidity headroom improved by £9m, strengthening the organisation's ability to respond to financial demands

• Financing costs reduced, leading to direct savings and improved profitability

• Cash visibility improved from 40% to 95%, providing significantly clearer oversight of financial positions

• Strengthened lender confidence, supporting the organisation's ongoing access to finance and credit

Context:

Scaling organisations and leadership teams required compelling investor narratives and clear, strategically aligned communication for funding rounds and stakeholder engagement.

 

Mandate:

• Build board-ready, investor-grade packs

• Elevate executive communication and craft strategic narratives

 

What Was Delivered:

• Crafted strategic narratives and financial models

• Designed premium visual assets and scenario analyses

• Developed board-ready materials, ESG disclosures and transformation updates

• Facilitated executive workshops and presentations

 

Impact:

• Successful funding rounds

• Investor feedback highlighted clarity and professionalism

• Strengthened board confidence and accelerated decision-making

• Enhanced external positioning with clearer communications

Context:

The focus was on driving organisational change and transformation, with an emphasis on uplifting people capabilities across the business.

 

Mandate:

Deliver change management and capability uplift

 

What Was Delivered:

• Change strategy and communications were implemented to support the transformation process.

• Training was provided, alongside measurement of adoption rates to ensure successful uptake of new ways of working.

 

Impact:

• 45% adoption achieved, demonstrating strong buy-in to the change initiatives.

• Minimal operational disruption, indicating that business continuity was maintained throughout the transformation.

• Improved employee engagement, reflecting the positive effect of change management on staff morale and involvement.